Global Trade Management (GTM) tends to be typecast as something for the compliance department, and the compliance department only. Yes, it’s true that compliance is and always will be a critical element of GTM, but it’s certainly not the only one. Pete Mento, C.H. Robinson director of global customs and trade policy, is among a distinguished group of panelists that will be discussing how GTM touches far more than compliance on an American Shipper webinar April 4.
The webinar will explore some of the issues brought to light in American Shipper’s recent report on the GTM landscape, Global Trade Management Landscape—Strategies Beyond Compliance in which readers are urged to think of their GTM processes as resting on three pillars of equal importance: compliance, visibility, and finance.
But the webinar will explore another facet of the report that goes still deeper: how a company’s people and processes are critical to enabling a holistic and sophisticated GTM program based on those three pillars.
First of all, finding qualified GTM practitioners is not easy. There’s no fixed pipeline of talent – most come to their roles without any advanced degrees in compliance, much less the other facets of GTM with which they might not be familiar. And yet the demands of GTM departments grow larger each day, as companies’ supply chains expand to new, uncharted markets.
And while technology is part of the equation, GTM best practice isn’t about merely procuring the latest and greatest technology platform to address the complexities of compliance, transportation and cost visibility, and trade finance. It’s about having the right people in place to make that platform sing. And it’s about ensuring that the company has the proper mindset to adopt a platform that incorporates these elements as equal parts of a successful GTM process.
There is undeniable overlap between these pillars of GTM, so it’s somewhat surprising that a unified view of GTM hasn’t been more prevalent. Part of the problem is that companies tend to view GTM through a data management lens, rather than a process management lens. And it starts right from the process of identifying the right system to use.
Someone in the logistics operations department might have one idea about the best system, as might someone in the compliance or finance departments. Getting those three decision-makers on the same page – essentially, getting them to realize that a system that works for all three departments is critical to a successful GTM process – is only the start, but it’s a good start.
It’s not easy, by the way. Integrating platforms across all the GTM touch points in an organization takes work, but the returns can be deeply rewarding. It all starts with a focus on GTM that stretches beyond compliance. Be sure to tune in!